INTRODUCTION

It's a well known fact that no business can exist without customers. In the business of
Website design, it's important to work closely with your customers to make sure the site or
system you create for them is as close to their requirements as you can manage. Because it's
critical that you form a close working relationship with your client, customer service is of
vital importance. What follows are a selection of tips that will make your clients feel
valued, wanted and loved.

MEANING OF CUSTOMER SATISFACTION:

Customer satisfaction, a business term, is a measure of how products and services supplied by
a company meet or surpass customer expectation.

7 STEPS TO SATISFY CUSTOMERS:

1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with a customer. If you're not
used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though, it
does get easier over time. It's important to meet your customers face to face at least once or even
twice during the course of a project.

My experience has shown that a client finds it easier to relate to and work with someone they've
actually met in person, rather than a voice on the phone or someone typing into an email or
messenger program. When you do meet them, be calm, confident and above all, take time to ask
them what they need. I believe that if a potential client spends over half the meeting doing the
talking, you're well on your way to a sale.

2. Respond to Messages Promptly & Keep Your Clients Informed

This goes without saying really. We all know how annoying it is to wait days for a response to an
email or phone call. It might not always be practical to deal with all customers' queries within the
space of a few hours, but at least email or call them back and let them know you've received their
message and you'll contact them about it as soon as possible. Even if you're not able to solve a
problem right away, let the customer know you're working on it.
A good example of this is my Web host. They've had some trouble with server hardware which
has caused a fair bit of downtime lately. At every step along the way I was emailed and told
exactly what was going on, why things were going wrong, and how long it would be before they
were working again. They also apologised repeatedly, which was nice. Now if they server had
just gone down with no explanation I think I'd have been pretty annoyed and may have moved
my business elsewhere. But because they took time to keep me informed, it didn't seem so bad,
and I at least knew they were doing something about the problems. That to me is a prime
example of customer service.

3. Be Friendly and Approachable

A fellow SitePointer once told me that you can hear a smile through the phone. This is very true.
It's very important to be friendly, courteous and to make your clients feel like you're their friend
and you're there to help them out. There will be times when you want to beat your clients over
the head repeatedly with a blunt object - it happens to all of us. It's vital that you keep a clear
head, respond to your clients' wishes as best you can, and at all times remain polite and
courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined customer
service policy is going to save you a lot of time and effort in the long run. If a customer has a
problem, what should they do? If the first option doesn't work, then what? Should they contact
different people for billing and technical enquiries? If they're not satisfied with any aspect of
your customer service, who should they tell?

There's nothing more annoying for a client than being passed from person to person, or not
knowing who to turn to. Making sure they know exactly what to do at each stage of their enquiry
should be of utmost importance. So make sure your customer service policy is present on your
site -- and anywhere else it may be useful.

5. Attention to Detail (also known as 'The Little Niceties')

Have you ever received a Happy Birthday email or card from a company you were a client of?
Have you ever had a personalised sign-up confirmation email for a service that you could tell
was typed from scratch? These little niceties can be time consuming and aren't always cost
effective, but remember to do them.
Even if it's as small as sending a Happy Holidays email to all your customers, it's something. It
shows you care; it shows there are real people on the other end of that screen or telephone; and
most importantly, it makes the customer feel welcomed, wanted and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out

Sometimes this is easier said than done! However, achieving this supreme level of understanding
with your clients will do wonders for your working relationship.

Take this as an example: you're working on the front-end for your client's exciting new
ecommerce endeavour. You have all the images, originals and files backed up on your desktop
computer and the site is going really well. During a meeting with your client he/she happens to
mention a hard-copy brochure their internal marketing people are developing. As if by magic, a
couple of weeks later a CD-ROM arrives on their doorstep complete with high resolution
versions of all the images you've used on the site. A note accompanies it which reads:

"Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide you
with large-scale copies of the graphics I've used on the site. Hopefully you'll be able to make use
of some in your brochure."
Your client is heartily impressed, and remarks to his colleagues and friends how very helpful and
considerate his Web designers are. Meanwhile, in your office, you lay back in your chair
drinking your 7th cup of coffee that morning, safe in the knowledge this happy customer will
send several referrals your way.

7. Honour Your Promises

It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.

Clients don't like to be disappointed. Sometimes, something may not get done, or you might miss
a deadline through no fault of your own. Projects can be late, technology can fail and sub-
contractors don't always deliver on time. In this case a quick apology and assurance it'll be ready
ASAP wouldn't go amiss.

Conclusion

Customer service, like any aspect of business, is a practiced art that takes time and effort to
master. All you need to do to achieve this is to stop and switch roles with the customer. What
would you want from your business if you were the client? How would you want to be treated?
Treat your customers like your friends and they'll always come back.

INDUSTRY PROFILE
The Service sector of the economy is one of the three economic sectors, the others being the
secondary sector (approximately manufacturing) and the primary sector (extraction such as
mining, agriculture and fishing). Sometimes an additional sector, the "quaternary sector", is
defined for the sharing of information.

The tertiary sector is defined by exclusion of the two other sectors. Services are defined in
conventional economic literature as "intangible goods".

The tertiary sector of economy involves the provision of services to businesses as well as
final consumers. Services may involve the transport, distribution and sale of goods from
producer to a consumer as may happen in wholesaling and retailing, or may involve the
provision of a service, such as in pest control or entertainment. Goods may be transformed in the
process of providing a service, as happens in the restaurant industry or in equipment repair.
However, the focus is on people interacting with people and serving the customer rather than
transforming physical goods.

Service Industry

The service sector consists of the "soft" parts of the economy such as insurance,
government, tourism, banking, retail, education, and social services. In soft-sector employment,
people use time to deploy knowledge assets, collaboration assets, and process-engagement to
create productivity (effectiveness), performance improvement potential (potential) and
sustainability. The tertiary sector is the most common workplace.
 Typically the output of this sector is content (information), service, attention, advice,
experiences, and/or discussion (also known as "intangible goods"). Other examples of service
sector employment include:

 Franchising
 News media

 Hospitality industry (e.g. restaurants, hotels, casinos)

 Consulting

 Legal practice

 Healthcare/hospitals

 Waste disposal

 Real estate

 Personal services

 Business services

Public utilities are often considered part of the tertiary sector as they provide services
to people, while creating the utility's infrastructure is often considered part of the secondary
sector, even though the same business may be involved in both aspects of the operation.

To do fact-based work in this area it is necessary to utilize the extensive data collection
that takes place using classification systems such as the United Nation’s International Standard
Industrial Classification standard, the United States' Standard Industrial Classification (SIC) code
system and its new replacement, the North American Industrial Classification System (NAICS),
and similar systems in the EU and elsewhere.

The term service economy, in contrast, refers to a model wherein as much economic
activity as possible is treated as a service. For example IBM treats its business as a service
business. Although it still manufactures high-end computers, it sees the physical goods as a small
part of the "business solutions" industry. They have found that the price elasticity of demand for
"business solutions" is much less than that for hardware. There has been a corresponding shift to
a subscription pricing model. Rather than receiving a single payment for a piece of manufactured
equipment, many manufacturers are now receiving a steady stream of revenue for ongoing
contracts.

Theory of progression

Economies tend to follow a developmental progression that takes them from a heavy
reliance on agriculture and mining, toward the development of manufacturing (e.g. automobiles,
textiles, and shipbuilding, steel) and finally toward a more service based structure. Whereas the
first economy to follow this path in the modern world was the United Kingdom, the speed at
which other economies have later made the transition to service-based, sometimes called post-
industrial, has accelerated over time.

Historically, manufacturing tended to be more open to international trade and

competition than services. As a result, there has been a tendency for the first economies to
industrialize to come under competitive attack by those seeking to industrialize

e.g. because production, especially labour , costs are lower in those industrializing later. The
resultant shrinkage of manufacturing in the leading economies might explain their growing
reliance on the service sector.

However, currently and prospectively, with dramatic cost reduction and speed and
reliability improvements in the transportation of people and the communication of information,
the service sector now includes some of the most intensive international competition, despite
residual protectionism.

Issues for service providers

Service providers face obstacles selling services that goods-sellers rarely face. Services
are not tangible, making it difficult for potential customers to understand what they will receive
and what value it will hold for them. Indeed some, such as consulting and investment services,
offer no guarantees of the value for price paid.
 Since the quality of most services depends largely on the quality of the individuals
providing the services, it is true that "people costs" are a high component of service costs.
Whereas a manufacturer may use technology, simplification, and other techniques to lower the
cost of goods sold, the service provider often faces an unrelenting pattern of increasing costs.

Differentiation is often difficult. How does one choose one investment adviser over
another, since they (and hotel providers, leisure companies, and consultants, as well as many
others) often seem to provide identical services? Charging a premium for services is usually an
option only for the most established firms, who charge extra based upon brand recognition.

Industrial Policy

An industrial policy is any government regulation or law that encourages the ongoing
operation of, or investment in, a particular industry.

An active intervention in industrial development is the policy of most if not all

countries in the world. Even the United States, which prides itself as a "free-trading" nation, has
implemented strong tax, tariff, and trade laws to protect itself from "dumping", the flooding of a
market by a competing nation with goods or services below market prices in order to gain an
advantage over domestic firms.

In Japan, the powerful MITI has often taken an active hand in development of major
industries, particularly electronics and software. The impact of this intervention is disputed but
the role of 'Industrial Policy in the 'East Asian Miracle' is now more generally accepted since the
Japanese model was successfully imitated by South Korea and Taiwan, which similarly
developed advanced industrial sectors and enjoyed similar advances in living standards.

Authors such as Robert Hunter Wade in 'Governing the Market', provide arguments to
support the link between government intervention and the successful industrial development in
this region. Benefits from foreign investment such as the transfer of technology, skills and
managerial techniques that could help infant industries become internationally competitive were
captured using policies such as local content rules and joint-venture regulations.
 As such, the development of infant industries does not simply involve protectionism as
the infant industry argument suggests, but is dependent on a country's ability to learn directly
from foreign direct investment. Such policies have traditionally been central to the industrial
policies of countries that are attempting to catch up with technologically and economically more
advanced states.

A good example is the US and European attempt to catch up with Great Britain during
the 18th and 19th century. Many of these domestic policy choices are now prohibited by the
WTO Agreement on Trade Related Investment Measures.

However, notable exceptions including agricultural subsidies in both Europe and

the US, and cultural subsidies in Canada, prove that the principle of industrial policy is alive and
well, and merely retreating into the shadows.

Education and training:

An interdisciplinary background is appropriate in this field, a combination of courses in the
social sciences, business, and behavioral sciences is useful. Some jobs may require a more technical or
specialized background in engineering, science, finance, or law, for example. Most prospective human
resources specialists should take courses in compensation, recruitment, training and development, and
performance appraisal, as well as courses in principles of management, organizational structure, and
industrial psychology. Other relevant courses include business administration, public administration,
psychology, sociology, political science, economics, and statistics. Courses in labor law, collective
bargaining, labor economics, labor history, and industrial psychology also provide a valuable
background for the prospective labor relations specialist. As in many other fields, knowledge of
computers and information systems also is useful.

The duties given to entry-level workers will vary, depending on whether the new workers have a
degree in human resource management, have completed an internship, or have some other type of
human resources-related experience. Entry-level employees commonly learn the profession by
performing administrative duties—helping to enter data into computer systems, compiling employee
handbooks, researching information for a supervisor, or answering the phone and handling routine
questions. Entry-level workers often enter formal or on-the-job training programs in which they learn
how to classify jobs, interview applicants, or administer employee benefits. They then are assigned to
specific areas in the human resources department to gain experience.

COMPANY PROFILE
SANS INNOVATIONS is a fast growing company providing end-to-end business solutions
globally. It is our constant endeavor that we satisfy our clients through our comprehensive
portfolio of services which includes IT Services, Web Services, and Training & HR Services.

SANS INNOVATIONS is committed to technology innovation and adoption of latest

tools and products to provide excellent solutions to its customers. The strong belief of providing
end-to-end IT services and assisting companies to receive information anywhere, anytime in the
most efficient format has led to the complete satisfaction from the clients of SANS
INNOVATIONS.

MISSION
SANS INNOVATIONS wants to be a dependable world-class organization. We shall
foster the spirit of entrepreneurship within the organization through individual development. Our
endeavor is to provide our national and international customers with competitive solutions. We
shall achieve this Quality Service by comprehending their need through close interaction and by
creating a global network.

VISION
  Being a trustworthy, customer oriented organization,

 An open and warm environment where everyone is respected, listened to

Encouraged to excel,

 Actively creating and exploring opportunity for the growth of our customers and our
organization.
Training
SANS INNOVATIONS has been conceived with the objective of increasing
employability through developing skills and competencies for aspirants fresh, experienced
that are geared up towards accomplishing their exciting career goal.

The basic business model of SANS INNOVATIONS training is to identify and

understand the manpower across industry verticals; determine the gaps between the employer
needs and existing talent pool and then design, develop and deliver programmes to bridge the
gaps.

In a nutshell SANS INNOVATIONS’s core competencies comprise the ability and

competency to deliver high quality need-based training various customized solutions arrived by
our panel of experienced professionals across industry verticals to provide Industry oriented
training.

Our core competencies:

1) Institutional Training
                                   2) Corporate Training

Our Verticals:

 Information Technology (IT)

 ITES
  Banking & Financial Services(BFSI)

 Engineering & Manufacturing

 Energy & Infrastructure

 Retail & FMCG

 Media & Entertainments

Software Consulting

Most of the management are under pressure to make sure technology investments
improve their company's competitive position and boost the bottom line. With global sourcing of
IT emerging as a highly effective option for achieving these goals, many organizations are
implementing a new methodology, to select and manage a IT offshore service vendors. Several
companies have chosen SANS INNOVATIONS as a strategic partner to help them manage key
areas of IT, due to our deep capabilities in industry verticals, technical strengths and innovative,
flexible service delivery.

SANS INNOVATIONS's integrated network of developed facilities is complemented by

onsite, offshore and near shore capabilities in major international markets. This has helped our
clients choose solutions that meet their global sourcing needs.

SANS INNOVATIONS has helped clients meet their global sourcing needs by helping
them identify, evaluate and configure their IT architectures across multiple geographies to reduce
costs, mitigate risks and maximize performance.

With excellent technical skills and many years of experience in delivering end-to-end IT
services and solutions, SANS INNOVATIONS has developed strong domain capabilities in the
following industry verticals:

 Insurance
 Financial Services
  Manufacturing

 Telecom

 Engineering Services

Web Services

SANS INNOVATIONS provides custom website services including website design and
development, consulting and maintenance services regardless of the work complexity. Our
highly-skilled developers and programmers accomplish various site development projects from
the ground up, based on up-to-date programming languages.

Our extensive experience in development applied to our hands-on expertise will help
you to establish your Internet presence and put your website on a professional level. Offerings:

 Website Development
 Content Management

 Database Driven Portals

Event Management

We recognize and cater to the fact that events are a major aspect of corporate
marketing strategy. We design and conceptualize various events bearing in mind the profile
of the client, the image of the brand, the target audience and the mileage that the event will
generate for the client
We conceptualize the deliver effective, recall intensive solutions to communicate
the brand's proposition to its target group through below-the-line activities. We go a step
further and generate the requisite feedback through the activity from the brand's target group.

SANS INNOVATIONS Events operates in order to provide an exhaustive event

management proposition an that encompasses marketing consulting rather than simply event
conceptualization, designing, planning, & execution of the events & promotions

RESEARCH
METHODOLOGY
 RESEARCH METHODOLOGY

Methodology is one of the main aspects of every research. It gives note of research design,
data source, sample size, questionnaire design and statistical tools adopted.

Research Methodology is a way to systematically solve the research problem. Research

Methodology lays down the various steps that are generally adopted by the researcher in
studying the research problem.

4.1 RESEARCH DESIGN:

It is a basic framework, which provides guidelines for the rest of the research process. A
research design is purely and simply the framework or plan of a study that guides the collection
and analysis of data.

In this study, the researcher attempts to analyze the various dimensions towards Quality of
Work Life. Hence descriptive cum diagnostic design was adopted.

4.2 SOURCES OF DATA:

Primary Data:
 In this Study data is collected directly from the employees of SANS INNOVATIONS using
the questionnaire as an instrument and personal interview as the communication medium for
collecting it.

Secondary Data:

The secondary data were also collected from the existing sources of company such as internal
records, Management books, Magazines, Newspaper, Report prepared by research scholars,
Journals and HR Magazines.

4.3 SAMPLING PLAN:

A sample design is definite plan for obtaining a sample from a given population. It refers to
the technique or procedure the researcher, would adopt in selection of item for the sample.

The sampling technique adopted for the purpose of this study was probability sampling. The
researcher used stratified sampling.

Population:

A population is the set of all possible measurement on data corresponding to the entire
collection of units for which an inference is to be made. The population under consideration of
survey was the employees of SANS INNOVATIONS.

Sample Size:

The number of items selected from the population constitutes the sample size. A sample size
is taken as 100 employees.

Sampling Method:

Convenience sampling was used for conducting survey. A convenience survey sample is
obtained by selecting convenience population.

Questionnaire:

The researcher prepared the questionnaire that comprises of 25 questions in total. It is split
into 3 parts including general information.

4.4 DATA ANALYSIS:

The data was processed using the SPSS

The data collected were analyzed with the help of Statistical Tools such as

PERCENTAGE METHOD:

Percentage refers “for every hundred”. It is used to make easy comparisons of fractions. In the
study, fractions of respondents choosing different answers are converted into percentages and
interpretations are made.

Formula:

% of Respondents= No of Respondents * 100

No of Total Respondents

NEED, OBJECTIVES AND LIMITATIONS

2.1 NEED FOR THE STUDY

Customer’s expectations change accordingly with time. Customer’s expectations

should be studied with great efforts, so that marketers can design the product based on

the need of the customers.

If the customers need were met then the customer may turn as an asset to the

company because they become opinion leader for others. So that the company can

increase its market share.

 Customer expectation is mainly based on the following attributes

 The product or service

 The price

 The place

 Promotion

In this new era of business world, Customers are the real owners. So, each and

every expectations of consumers have to be studied.

ADVANTAGES:-

 To increase the market share

 To remove consumer dissatisfaction

 To retain the current customers and also gaining by new one through study the

customer expectations.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The primary objective of the study is to identify the preference

by the clients and satisfaction level towards the services rendered by SANS
INNOVATIONS.

SECONDARY OBJECTIVE
1. To identify and rank the service features given preference by the clients.

2. To identify the actual performance and satisfaction level towards various

various services that was given preference.

3. To identify the opinion of the customers and their feelings towards the
services.

4. To suggest some measures to improve customer satisfaction.

REVIEW OF LITERATURE
Improving Customer Satisfaction Once a Customer Satisfaction Measurement Program Is
in Place

Customer satisfaction research is not an end unto itself. The purpose, of course, in measuring
customer satisfaction is to see where a company stands in this regard in the eyes of its customers,
thereby enabling service and product improvements which will lead to higher satisfaction levels.
The research is just one component in the quest to improve customer satisfaction. There are
many others, including:

 Top management commitment,

 Linking of Customer Satisfaction scores with employee and management monetary incentives,

 Recognition of employees who contribute to customers' satisfaction,

 Identification, measurement, and tracking of operational variables which drive satisfaction scores,

 Customer-based improvement goals,

 Plans for improving operational variables,

 Incorporation of customer satisfaction skills into employee training programs,

 Measurement of and plans for improvement of employee satisfaction,

 Changes in corporate hiring practices.

We will touch on each of these issues briefly.

Top Management Commitment

Top management, through its actions, must show that customer satisfaction is important to it.
This can be done in several ways.

 Acknowledging areas where the company needs to improve,

 Allocating appropriate resources to the improvement of customer satisfaction,

 Involvement of management and employees in the development of plans for customer

satisfaction improvement,

 Linking management bonuses to satisfaction scores,

 Clear and frequent communication of what is being done to improve customer

satisfaction.

 Organizations are increasingly interested in retaining existing customers while targeting

non-customers; measuring customer satisfaction provides an indication of how
[2]

successful the organization is at providing products and/or services to the marketplace.

 Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and
recommend rate. The level of satisfaction can also vary depending on other options the
customer may have and other products against which the customer can compare the
organization's products.

 Because satisfaction is basically a psychological state, care should be taken in the effort
of quantitative measurement, although a large quantity of research in this area has
recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990
and 1998 defined ten 'Quality Values' which influence satisfaction behavior, further
expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten
domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment
to the Customer and Innovation. These factors are emphasized for continuous
 improvement and organizational change measurement and are most often utilized to
develop the architecture for satisfaction measurement as an integrated model. Work done
by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the
[3]

basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of
performance) into a single measurement of performance according to expectation.
According to Garbrand, customer satisfaction equals perception of performance divided
by expectation of performance.

 The usual measures of customer satisfaction involve a survey with a set of statements
[4]

using a Likert Technique or scale. The customer is asked to evaluate each statement and
in term of their perception and expectation of performance of the organization being
measured.

Improving Customer Satisfaction Once a Customer Satisfaction Measurement Program Is

in Place

Customer satisfaction research is not an end unto itself. The purpose, of course, in measuring
customer satisfaction is to see where a company stands in this regard in the eyes of its customers,
thereby enabling service and product improvements which will lead to higher satisfaction levels.
The research is just one component in the quest to improve customer satisfaction. There are
many others, including:

 Top management commitment,

 Linking of Customer Satisfaction scores with employee and management monetary
incentives,

 Recognition of employees who contribute to customers' satisfaction,

 Identification, measurement, and tracking of operational variables which drive

satisfaction scores,
  Customer-based improvement goals,

 Plans for improving operational variables,

 Incorporation of customer satisfaction skills into employee training programs,

 Measurement of and plans for improvement of employee satisfaction,

 Changes in corporate hiring practices.

We will touch on each of these issues briefly.

Top Management Commitment

Top management, through its actions, must show that customer satisfaction is important to it.
This can be done in several ways.

 Acknowledging areas where the company needs to improve,

 Allocating appropriate resources to the improvement of customer satisfaction,

 Involvement of management and employees in the development of plans for customer

satisfaction improvement,

 Linking management bonuses to satisfaction scores,

 Clear and frequent communication of what is being done to improve customer

satisfaction.

Linking of Customer Satisfaction Scores With Employee and Management Monetary

Incentives

This really is just a case of having management put its money where its mouth is. Monetary
incentives for improving customer satisfaction scores should reach all levels of the organization,
from top management to front-line employees and suppliers. Incentive programs can be
structured so that all employees in an organizational unit receive compensation if the unit's
customer satisfaction goals are met. Additionally, exemplary service on the part of individual
employees can be rewarded on an ad hoc basis. Management incentives do not have to result in
incremental expenditures; a reallocation of current incentives will suffice. For example, if 100%
of a manager's bonus is dependent upon meeting operational and sales goals, the mix could be
changed to include a customer satisfaction goals.
Recognition of Employees Who Contribute to Customers' Satisfaction

This is an inexpensive way to foster customer satisfaction. The keys to success are:

 Making sure that all employees are aware of why a particular employee is being
recognized,
 Making sure that each employee being recognized is worthy of recognition.

Identification, Measurement, and Tracking of Operational Variables Which Drive

Satisfaction Scores The results of a customer satisfaction survey need to be evaluated to
determine what needs to be improved. For example, a survey may find that customer waiting
times need to be reduced. The next step should be to quantify actual customer waiting times, and
to set goals and strategies for reducing them. Goals should be as specific as possible. It is better
to say "we want to reduce wait times during peak periods from an average of twenty minutes to
fifteen minutes by the end of June," than to say "we need to reduce customer waiting times."

Customer-Based Improvement Goals

This ties directly to the previous point. Once you have identified what needs to be improved, you
need to develop a plan for improving each identified area. Such plans need to be based on what
customers really need, rather than what management believes to be a good goal. Using the
previous example, if customers really desire wait times of ten minutes or less, having
management dictate that wait times must be reduced to fifteen minutes will have limited appeal
with customers. You may need to do a separate survey with customers to actually set appropriate
goals. If this is not economically feasible, at least talk to a number of customers and gain their
input before setting a goal.

Plans for Improving Operational Variables

Once you have established what needs to be improved, and how much it needs to be improved,
plans need to be developed to make improvement happen. The keys to successful planning are
to:

 Involve front-line employees and management in the planning process,

  Make sure plans are specific,

 Evaluate the success of plans once they have been put into place. This is done by
measuring actual improvement in operations and customer satisfaction.

Incorporation of Customer Satisfaction Skills into Employee Training Programs

Employee training programs should be modified to include:

 A description of the importance of customer satisfaction to the company,

 Descriptions of what keeps customers satisfied,

 A description of customer satisfaction measurement programs, recognition programs, and

incentive programs,

 Specific employee-performance expectations with regard to keeping customers satisfied.

Measurement of And Plans for Improvement of Employee Satisfaction

Unhappy employees will have difficulty in keeping customers happy. You should consider
measuring the satisfaction levels of employees, and then developing action plans to improve
employee satisfaction.

Changes in Corporate Hiring Practices

Certain types of people will do a better job of satisfying customers than will other types of
people, regardless of the quality of training, reward, and recognition programs. Once you have
determined the types of employee behaviors are important to customers, you should incorporate
this knowledge into your hiring practices.
 ANALYSIS AND INTERPRETATION

Table 4.1: SHOWING GENDER WISE DISTRIBUTION OF RESPONDENT:

GENDER NUMBER OF RESPONDENT PERCENTAGE

Male 56 56

Female 44 44

TOTAL 100 100%

INFERENCE:
From the above table it is clear that most of the respondent male i.e. 56% and the others are
female i.e. 44%.

Figure 4.1: SHOWING PERCENTAGE OF RESPONDENT BELONGS TO GENDER

Table 4.2: SHOWING AGE WISE DISTRIBUTION OF RESPONDENT

AGE (YEAR) NUMBER OF RESPONDENT PERCENTAGE

16 TO 20 35 35

21 TO 25 42 42

26 TO 30 23 23

30 ABOVE 0 0

TOTAL 100 100%

INFERENCE:
From the above table it is clear that most of the respondent belongs to the age group of 21 to 25
i.e. 42%, the second largest age groups are 16 to 20 that is 35% . The third groups are the group
of experienced person whose age fall between 26 to 30 i.e., 23%. None of the respondent belongs
to 30 year above as they don’t need any training .

Figure 4.2: SHOWING PERCENTAGE OF RESPONDENT BELONG TO AGE GROUP

Table 4.3: SHOWING THE WORK EXPERIENCE OF RESPONDENT

EXPERIENCE NUMBER OF RESPONDENT PERCENTAGE

0-1 yrs 47 47

1-5 yrs 38 38

5-10 yrs 15 15

10 yrs & above 0 0

TOTAL 100 100%

INFERENCE:
From the above table it is clear that most of the respondent have an experience of 0-1 yrs i.e.
47%, the second largest experienced people are 1-5 yrs that is 38% . The third groups are the
group of experienced of 5-10 yrs i.e., 15%. None of the respondent belongs to 10 year & above
experience.

Figure 4.3: SHOWING PERCENTAGE OF RESPONDENT OF THEIR EXPERIENCE

Table 4.4: SHOWING THE CLASSIFICATION OF RESPONDANT’S KNOWLEDGE

ABOUT SANS INNOVATIONS.

AWARENESS NUMBER OF RESPONDENT PERCENTAGE

Seminars 42 42

Advertisement 23 23

road shows 12 12

Friends 23 23

TOTAL 100 100%

INTERFERENCE
 From the above table it is clear that most of the respondent comes to know about SANS
INNOVATIONS through seminars i.e. 42%, the second largest respondents come to know
through advertisement and friends i.e., 23% each. The third group of respondents comes to know
through road shows i.e., 12%.

Figure 4.4: SHOWING PERCENTAGE OF RESPONDENT OF THEIR INTRODUCTION

ABOUT SANS INNOVATIONS

Table 4.5: SHOWING THE CLASSIFICATION OF RESPONDENT’S

ADVERTISEMENT KNOWLEDGE

ADVERTISEMENT NUMBER OF RESPONDENT PERCENTAGE

Yes 39 39

No 61 61

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondents haven’t seen any advertisement of
SANS INNOVATIONS i.e. 61% and the others have seen advertisement of SANS
INNOVATIONS i.e. 39%.
Figure 4.5: SHOWING PERCENTAGE OF RESPONDENT SEEN ADVERTISEMENT OF
SANS INNOVATIONS

Table 4.6: SHOWING THE CLASSIFICATION OF RESPONDANT’S TYPE OF

ADVERTISEMENT

ATTRACTION NUMBER OF RESPONDENT PERCENTAGE

Media ads 8 20.51%

Print ads 17 43.59%

Pamphlets 9 23.08%

Others 5 12.82%

TOTAL 39 100%

INFERENCE:
From the above table it is clear that most of the respondent have seen print ads i.e. 43.59%, the
second largest respondents have seen pamphlets i.e., 23.08%. The third group of respondents have
seen media ads i.e., 20.51%.others have seen various other ads i.e., 12.82%.

Figure 4.6: SHOWING PERCENTAGE OF RESPONDENT SEEN DIFFERENT

CHANNEL OF ADVERTISEMENT OF SANS INNOVATIONS

Table 4.7: SHOWING THE CLASSIFICATION OF RESPONDANT’S REASON FOR

JOINING SANS INNOVATIONS.

REASON NUMBER OF RESPONDENT PERCENTAGE

Quality of training 52 52

Better prospectus 32 32

Quality trainers 16 16

TOTAL 100 100%

INFERENCE:
From the above table it is clear that most of the respondent have joined SANS INNOVATIONS
for the quality of training i.e. 52%, the second largest respondents have joined SANS
INNOVATIONS for better prospectus i.e., 32%.others have joined SANS INNOVATIONS for
quality trainers i.e., 16%.

Figure 4.7: SHOWS THE PERCENTAGE OF RESPONDENT’S REASON FOR

JOINING SANS INNOVATIONS.

Table 4.8: SHOWING THE SATISFACTION OF CUSTOMERS TOWARDS

TRAINING.

SATISFACTION NUMBER OF RESPONDENT PERCENTAGE

Excellent 48 48

Good 43 43

Fair 6 6

Poor 3 3

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondents are very well satisfied with the courses
of SANS INNOVATIONS i.e. 48%, the second largest respondents are well satisfied with the
courses of SANS INNOVATIONS i.e., 43%. The third group of respondents are average level of
satisfaction i.e., 6%.others are not satisfied with the courses of SANS INNOVATIONS i.e., 3%.

Figure 4.8: SHOWS THE PERCENTAGE OF RESPONDENT’S LEVEL OF

SATISFACTION

Table 4.9: SHOWING THE ATTRACTION OF CUSTOMERS TOWARDS SANS

INNOVATIONS.

OFFERS NUMBER OF RESPONDENT PERCENTAGE

Placement 37 37

Course material 20 20

Additional course 30 30

Others 13 13
 TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondents are attracted by placements i.e. 37%,
the second largest respondents are attracted by additional course i.e., 30%. The third groups of
respondents are attracted by course material i.e., 20%. The last groups of respondents are attracted
by various other factors i.e. 13%.

Figure 4.9: SHOWS THE PERCENTAGE OF RESPONDENT’S ATTRACTION

TOWARDS SANS INNOVATIONS

Table 4.10: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS

INNOVATIONS IS BETTER IN FEES

FEES NUMBER OF RESPONDENT PERCENTAGE

Highly agree 57 57

Agree 23 13

Disagree 12 12
 Highly disagree 8 8

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s highly agree that SANS
INNOVATIONS is better in fees i.e. 57%, the second largest respondent’s agree that SANS
INNOVATIONS is better in fees i.e.23%. The third largest group of respondents disagree that
SANS INNOVATIONS is better in fees i.e.12%.The last group of respondents highly disagree that
SANS INNOVATIONS is better in fees i.e. 8%.

Figure 4.10: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS IS BETTER IN FEES

Table 4.11: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS

INNOVATIONS IS BETTER IN COURSE CONTENT

COURSE CONTENT NUMBER OF RESPONDENT PERCENTAGE

Highly agree 56 56

Agree 23 23
 Disagree 16 16

Highly disagree 5 5

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s highly agree that SANS
INNOVATIONS is better in course content i.e. 56%, the second largest respondent’s agree that
SANS INNOVATIONS is better in course content i.e. 23%. The third largest group of respondents
disagree that SANS INNOVATIONS is better in course content i.e.16%.The last group of
respondents highly disagree that SANS INNOVATIONS is better in course content i.e. 5%.

Figure 4.11: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS IS BETTER IN COURSE CONTENT

Table 4.12: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS

INNOVATIONS TRAINERS ARE BETTER

TRAINERS NUMBER OF RESPONDENT PERCENTAGE

Highly agree 46 46

Agree 18 18
 Disagree 12 12

Highly disagree 24 24

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s highly agree that SANS
INNOVATIONS trainers are better i.e. 46%, the second largest respondent’s highly disagree that
SANS INNOVATIONS trainers are better i.e.24%. The third largest group of respondents agrees
that SANS INNOVATIONS trainers are better i.e.18%.The last group of respondents disagree that
SANS INNOVATIONS trainer’s are better i.e. 12%.

Figure 4.12: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS TRAINERS ARE BETTER

Table 4.13: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS

INNOVATIONS IS BETTER IN PRACTICAL KNOWLEDGE

PRACTICAL
NUMBER OF RESPONDENT PERCENTAGE
KNOWLODGE

Highly agree 45 45
 Agree 24 24

Disagree 21 21

Highly disagree 10 10

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s highly agree that SANS
INNOVATIONS is better i.e. 45%, the second largest respondent’s agree that SANS
INNOVATIONS is better in practical knowledge i.e.24%. The third largest group of respondents
disagree that SANS INNOVATIONS is better in practical knowledge i.e.18%.The last group of
respondents highly disagree that SANS INNOVATIONS is better in practical knowledge i.e. 10%.

Figure 4.13: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS IS BETTER IN PRACTICAL KNOWLEDGE

Table 4.14: SHOWING THE PERCENTAGE OF WEAKNESS OF THE

RESPONDENT.

WEAKNESS NO OF RESPONDENT PERCENTAGE

Communication 29 29

Technical skill 27 27
 Lack of confidence 38 38

None 6 6

TOTAL 100 100%

INFERENCE

From the above table it is clear that most of the respondent’s weakness is lack of confidence i.e.
38%, the second largest respondent’s weakness is communication skill i.e., 29%. The third groups
of respondents weakness is technical skill i.e., 27%. The last group of respondents doesn’t have
any weakness i.e. 6%.

Figure 4.14: SHOWS THE PERCENTAGE OF WEAKNESS OF THE RESPONDENTS

Table 4.15: SHOWING THE ATTRACTION OF RESPONDANT’S TOWARDS

SPECIAL OFFERINGS

COMPARISON FACTOR NUMBER OF RESPONDENT PERCENTAGE

Placement 26 26
 Training fee 20 20

Live project 15 15

Advertisement 39 39

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s attracted to the advertisement i.e.
39%, the second largest respondent’s are attracted to the placement i.e., 26%. The third groups of
respondents are attracted to the training fee i.e., 20%. The last groups of respondents are attracted
to the live project i.e. 15%.

Figure 4.15: SHOWS THE PERCENTAGE OF RESPONDENTS ATTRACTION

TOWARDS SPECIAL OFFERINGS

45
39
40
N O O F RESPO N DEN TS

35
30 26
25 20
20
15
15
10
5
0
placement training fee live project advertisement
ATTRACTIONS

Table 4.16: SHOWING THE PERCENTAGE OF THE RESPONDENT’S LEVEL OF

SATISFACTION OF TRAINING PROGRAM

TRAINING NUMBER OF RESPONDENT PERCENTAGE

 100%-75% 56 56

74%-50% 32 32

49%-25% 7 7

24%-0% 5 5

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondents are satisfied at 100%-75% i.e. 56%,
the second largest respondents are satisfied at to 74%-50%i.e., 32%. The third group of respondent
are satisfied at 49%-25% i.e., 7%. The last group of respondents are satisfied at 24%-0% i.e. 5%.

Figure 4.16: SHOWS THE PERCENTAGE OF RESPONDENTS SAYTISFACTION ON

TRAINING

Table 4.17: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT

ADVERTISEMENT CAN IMPROVE SANS INNOVATIONS

ADVERTISEMENT NUMBER OF RESPONDENT PERCENTAGE

Highly agree 23 23
 Agree 46 46

Disagree 22 22

Highly disagree 9 9

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s agree that advertisement can improve
SANS INNOVATIONS i.e. 46%, the second largest respondent’s highly agree that advertisement
can improve SANS INNOVATIONS i.e.23%. The third largest group of respondents disagree that
advertisement can improve SANS INNOVATIONS i.e.22%.The last group of respondents highly
disagree that advertisement can improve SANS INNOVATIONS i.e. 9%.

Figure 4.17: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS ADVERTISEMENT CAN IMPROVE SANS INNOVATIONS

Table 4.18: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT

PROVIDING OFFERS CAN IMPROVE SANS INNOVATIONS

PROVIDING OFFERS NUMBER OF RESPONDENT PERCENTAGE

highly agree 21 21
 agree 33 33

disagree 38 38

highly disagree 8 8

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s disagree that providing offers can
improve SANS INNOVATIONS i.e. 38%, the second largest respondent’s agree that providing
offers can improve SANS INNOVATIONS i.e.33%. The third largest group of respondents highly
agrees that providing offers can improve SANS INNOVATIONS i.e.21%.The last group of
respondents highly disagree that providing offers can improve SANS INNOVATIONS i.e. 8%.

Figure 4.18: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS PROVIDING OFFERS CAN IMPROVE SANS INNOVATIONS

Table 4.19: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT

SCHOLARSHIP CAN IMPROVE SANS INNOVATIONS
 SCHOLARSHIP NUMBER OF RESPONDENT PERCENTAGE

Highly agree 26 26

Agree 48 48

Disagree 14 14

Highly disagree 12 12

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s agree that scholarship can improve
SANS INNOVATIONS i.e. 48%, the second largest respondent’s highly agree that scholarship
can improve SANS INNOVATIONS i.e.26%. The third largest group of respondents disagrees that
scholarship can improve SANS INNOVATIONS i.e.14%.The last group of respondents highly
disagree that scholarship can improve SANS INNOVATIONS i.e. 12%.

Figure 4.19: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS SCHOLARSHIP CAN IMPROVE SANS INNOVATIONS
 Table 4.20: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT
SEMINARS CAN IMPROVE SANS INNOVATIONS

SEMINARS NUMBER OF RESPONDENT PERCENTAGE

Highly agree 24 24

Agree 37 37

Disagree 30 30

Highly disagree 9 9

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s agree that seminars can improve
SANS INNOVATIONS i.e. 37%, the second largest respondent’s disagree that seminars can
improve SANS INNOVATIONS i.e.30%. The third largest group of respondents highly agrees that
seminars can improve SANS INNOVATIONS i.e.24%.The last group of respondents highly
disagree that seminars can improve SANS INNOVATIONS i.e. 9%.

Figure 4.20: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANS

INNOVATIONS SEMINARS CAN IMPROVE SANS INNOVATIONS

Table 4.21: SHOWING THE PERCENTAGE OF RESPONDENTS SUGGESTION TO

IMPROVE SANS INNOVATIONS

NEW OFFERS NUMBER OF RESPONDENT PERCENTAGE

Installment Scheme 61 61

Additional Course Package 32 32

 Others 7 7

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s suggests installment scheme to
improve SANS INNOVATIONS i.e. 61%, the second largest respondent’s suggests additional
course package to improve SANS INNOVATIONS i.e., 32%. The last group of respondents
suggests others ways to improve SANS INNOVATIONS i.e. 7%.

Figure 4.21: SHOWS THE PERCENTAGE OF RESPONDENTS SUGGESTION TO

IMPROVE SANS INNOVATIONS

Table 4.22: SHOWING THE PERCENTAGE OF RESPONDENTS FAVOURABLE

MODE OF COMMUNICATION

COMMUNICATION MODE NUMBER OF RESPONDENT PERCENTAGE

Direct 12 12

Direct mail 16 16
 Phone 43 43

E-mail 29 29

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondent’s favorable mode of communication is
phone i.e. 43%, the second largest respondent’s favorable mode of communication is e-mail i.e.,
29%. The third largest group of respondents favorable mode of communication is direct mail
i.e.16%.The last group of respondents favorable mode is direct i.e. 12%.

Figure 4.22: SHOWS THE PERCENTAGE OF RESPONDENTS FAVORABLE MODE

OF COMMUNICATION

Table 4.23: SHOWING THE PERCENTAGE OF RESPONDENTS

MATERIALISATION OF DREAM

MATERIALISATION OF
NUMBER OF RESPONDENT PERCENTAGE
DREAM

Yes 76 76
 No 24 24

TOTAL 100 100%

INFERENCE:

From the above table it is clear that most of the respondents believe that their dreams are
materialized by SANS INNOVATIONS i.e. 76%. Other group of respondents believes that their
dreams are not materialized by SANS INNOVATIONS i.e. 24%.

Figure 4.23: SHOWS THE PERCENTAGE OF RESPONDENTS MATERIALISATION

OF DREAM.

STATISTICAL TOOLS

COMPUTATION OF WEIGHTED AVERAGE FOR VARIOUS ASPECTS THAT

INCREASES THE MARKET SHARE VALUE

AIM:
 To find the weighted average for various aspects that increases the market share and rank
them on the basis of weighted average obtained.

Aspects Increasing Strongly Strongly Weighted Weighted

Agree Disagree Rank
Market Share Agree Disagree Total Average

More Advertisement 23 46 22 9 283 2.83 2

Providing Offers 21 33 38 8 267 2.67 4

Scholarship 26  48 14 12 288 2.88 1

Seminars 24 37 30 9 276 2.76 3

Table 4.24: SHOWING COMPUTATION OF WEIGHTED AVERAGE

FORMULA USED:

Weighted Average = FX/N

Where, FX = fx1+fx2+……….fxn

f = Frequency

x = Points allotted for each scale

N = 100

Points allotted as follows:

Strongly Agree - 4 points

Agree - 3 points

Disagree - 2 points
Strongly Disagree - 1 point

INFERENCE:

From the above computation it is found that,

 Scholarship secures Rank I with the highest weighted average that increases the
market share value.
 More Advertisement secures Rank II with second highest weighted average that
increases the market share.
 Seminars secure Rank III with third highest weighted average that increases the
market share.
 Providing Offers secure Rank IV with the least weighted average that increases the
market share.
 COMPUTATION OF WEIGHTED AVERAGE FOR VARIOUS ASPECTS OF TRAINING
THAT SATISFIES THE CUSTOMERS BETTER THAN OTHER TRAINING INSTITUTES

AIM:

To find the weighted average for various aspects of training and rank them on the basis of
weighted average obtained.

Table 4.25: SHOWING COMPUTATION OF WEIGHTED AVERAGE

Strongly Strongly Weighted Weighted

Aspects Of Training Agree Disagree Rank
Agree Disagree Total Average

Course Content 56 23 16 5 330 3.30 1 

Trainers 46 18 12 24 298 2.98 3 

Fees 57 23 12 8 329 3.29 2

Practical Knowledge 45 24 21 10 204 2.04  4

FORMULA USED:

Weighted Average = FX/N

Where, FX = fx1+fx2+……….fxn

 f = Frequency

x = Points allotted for each scale

N = 100

Points allotted as follows:

Strongly Agree - 4 points

Agree - 3 points

Disagree - 2 points

Strongly Disagree - 1 point

INFERENCE:

From the above computation it is found that,

 Course Content secures Rank I with the highest weighted average that is competitive
than other training institutes.
 Fees secures Rank II with second highest weighted average that competitive than
other training institutes.
 Trainers secure Rank III with third highest weighted average that competitive than
other training institutes. .
 Practical Knowledge secure Rank IV with the least weighted average that
competitive than other training institutes.
CALCULATION OF CORRELATION COEFFICIENT TO FIND THE RELATIONSHIP BETWEEN
AGE AND WEAKNESS WHICH HINDERS TO GET JOB :

AIM:

To find out whether there is relationship between age and weakness which hinders customers
to get job.

Table 4.26: SHOWING THE COEFFICIENT OF CORRELATION BETWEEN AGE AND WEAKNESS WHICH
HINDERS CUSTOMERS TO GET JOB.

  Weakness which hinders in

Age
  getting a job

Pearson Correlation 1 .550**

Age Sig. (2-tailed)   0

N 100 100

Pearson Correlation .550** 1

Weakness which hinders

Sig. (2-tailed) 0  
in getting a job

N 100 100

**. Correlation is significant at the 0.01 level (2-tailed).

CALCULATED VALUE:

Karl Pearson’s Coefficient Of Correlation is 0.550

INFERENCE:

The Karl Pearson Correlation is positive (0.550). Hence there is relationship between age and
weakness which hinders customers to get job.

CALCULATION OF CORRELATION COEFFICIENT TO FIND THE RELATIONSHIP BETWEEN

EXPERIENCE AND SATISFACTION LEVEL

AIM:

To find out whether there is relationship between experience and satisfaction level of the
customers.

Table 4.27: SHOWING THE COEFFICIENT OF CORRELATION BETWEEN EXPERIENCE AND

SATISFACTION LEVEL OF CUSTOMERS.

  Satisfied with
the courses Experience
  provided

Pearson Correlation 1 .550**

 Sig. (2-tailed)   0
Satisfied with the courses
provided
N 100 100

Pearson Correlation .550** 1

Experience
Sig. (2-tailed) 0  

N 100 100

CALCULATED VALUE:

Karl Pearson’s Coefficient Of Correlation is 0.66

INFERENCE:

The Karl Pearson Correlation is positive (0.347). Hence there is relationship between
experience and satisfaction level of the customers.

CALCULATION OF CORRELATION COEFFICIENT TO FIND THE RELATIONSHIP BETWEEN

GENDER AND CUSTOMERS KNOWLEDGE ABOUT SANS INNOVATIONS

AIM:
 To find out whether there is relationship between gender and customers knowledge about
SANS INNOVATIONS.

Table 4.28: SHOWING THE COEFFICIENT OF CORRELATION BETWEEN GENDER AND CUSTOMERS
KNOWLEDGE ABOUT SANS INNOVATIONS.

  How Customers know about

Gender
  SANS INNOVATIONS

Pearson Correlation 1 0.1

Gender Sig. (2-tailed)  

0.321

N 100 100

Pearson Correlation
0.1 1
How Customers know
about SANS Sig. (2-tailed)  
0.321
INNOVATIONS
N 100 100

CALCULATED VALUE:

Karl Pearson’s Coefficient Of Correlation is 0.726

INFERENCE:

The Karl Pearson Correlation is positive (0.726). Hence there is relationship between gender
and customers knowledge about SANS INNOVATIONS.
 SPEARMAN’S RANK CORRELATION:

Table 4.29: SHOWING THE TWO VARIABLES THAT CONSISTS OF RANKS:

X 2 4 1 3

Y 1 3 2 4
X – Aspects increasing market share

Y – Aspects For Training

Correlation:

x y

Correlation Coefficient 1.000 .600

X Sig. (2-tailed) . .400

N 4 4
Spearman's rho
Correlation Coefficient .600 1.000

Y Sig. (2-tailed) .400 .

N 4 4

INFERENCE:

Spearman’s Rank Correlation is 0.600.

As the correlation is positive, there is positive approach between the two variables.
 CHI SQUARE TEST TO CHECK THE SIGNIFICANT DIFFERENCE BETWEEN GENDER AND
SATISFACTION LEVEL OF COURSES PROVIDED

NULL HYPOTHESIS(HO):

There is no significant difference between gender and satisfaction level of courses provided.

ALTERNATIVE HYPOTHESIS(H1):

There is significant difference between gender and satisfaction level of courses provided.

Gender * satisfaction level of the courses provided

Cross Tabulation (Observed Frequency)

Gender Are you satisfied with the courses provided from SANS
INNOVATIONS

Highly Highly
Satisfied Satisfied Dissatisfied Dissatisfied Total

Male 27 23 4 2 56

Female 21 20 2 1 44

Total 48 43 6 3 100
 Gender * satisfaction level of the courses provided
Cross Tabulation (Expected Frequency)

Gender Are you satisfied with the courses provided from SANS
INNOVATIONS

Highly Highly
Satisfied Satisfied Dissatisfied Dissatisfied Total

Male 26.9 24.1 3.4 1.7 56.0

Female 21.1 18.9 2.6 1.3 44.0

Total 48.0 43.0 6.0 3.0 100.0

CHI SQUARE TEST:

Asymp. Sig. (2-

  Value df
sided)

Pearson Chi-Square .527a 3 0.913

Likelihood Ratio 0.537 3 0.911

Linear-by-Linear Association 0.102 1 0.75

N of Valid Cases 100    

a. 4 cells (50.0%) have expected count less than 5. The minimum expected count is 1.32
Chi Square Value χ2 = 0.527

Degree Of Freedom υ =3

Level of Significance =5

χ20.05 at 9 d.f (Significance Value) = 0.913

INFERENCE:

 From the above calculation it is found that the significant value of χ2 0.913 is greater
than 0.05. So we accept Ho. Hence it is concluded that there is no significant difference
between gender and satisfaction level of courses provided.

CHI SQUARE TEST TO CHECK THE SIGNIFICANT DIFFERENCE BETWEEN REASON FOR
JOINING AND WEAKNESS WHICH HINDERS IN GETTING JOB
NULL HYPOTHESIS:

There is no significant difference between reason for joining and weakness which hinders in
getting job.

ALTERNATIVE HYPOTHESIS:

There is significant difference between reason for joining and weakness which hinders in
getting job.

Prime reason for joining SANS INNOVATIONS * Weakness which hinders in getting a job

Cross Tabulation (Observed Frequency)

Prime reason for Weakness which hinders in getting a job

joining SANS Total
Communication Lack of
INNOVATIONS Technical Skill None
Skill Confidence

Quality Training 18 9 24 1 52

Better Prospectus 6 13 8 5 32

Qualified Trainers 5 5 6 0 16

Total 29 27 38 6 100

Prime reason for joining SANS INNOVATIONS * Weakness which hinders in getting a job

Cross Tabulation (Expected Frequency)

Prime reason for Weakness which hinders in getting a job Total

joining SANS
Communication Technical Skill Lack of None
INNOVATIONS
 Skill Confidence

Quality Training 15.1 14 19.8 3.1 52

Better Prospectus 9.3 8.6 12.2 1.9 32

Qualified Trainers 4.6 4.3 6.1 1 16

Total 29 27 38 6 100

CHI SQUARE TEST:

  Asymp. Sig.
Value df
(2-sided)

Pearson Chi-Square 15.544a 6 0.016

Likelihood Ratio 15.734 6 0.015

Linear-by-Linear
0.007 1 0.936
Association

N of Valid Cases 100    

a. 5 cells (41.7%) have expected count less than 5. The minimum expected count is .96.

Chi Square Value χ2 = 15.444

Degree Of Freedom υ =6

Level of Significance =5

χ20.05 at 9 d.f (Significance Value) = 0.016

INFERENCE:
  From the above calculation it is found that the significant value of χ2 0.016 is less
than 0.05. So we reject Ho and accept H1. Hence it is concluded that there is
significant difference between reason for joining and weakness which hinders in
getting job.

CHI SQUARE TEST TO CHECK THE SIGNIFICANT DIFFERENCE BETWEEN AGE AND REASON
FOR JOINING SANS INNOVATIONS

NULL HYPOTHESIS:

There is no significant difference between competing attractive special offerings and

suggestions for new schemes.

ALTERNATIVE HYPOTHESIS:

There is significant difference between competing attractive special offerings and suggestions
for new schemes.
 Competing Attractive Special Offerings * Suggestion for New Schemes

Cross Tabulation (Observed Frequency)

Competing Suggestion For New Schemes

Attractive Special Total
Installment Additional Course
Offerings Others
Scheme Package

Placement 17 9 0 26

Training Fee 11 9 0 20

Live Project 11 4 0 15

Advertisement 23 9 7 39

Total 62 31 7 100

Competing Attractive Special Offerings * Suggestion for New Schemes

Cross Tabulation (Expected Frequency)

Competing Suggestion For New Schemes

Attractive Special Total
Installment Additional Course
Offerings Others
Scheme Package

Placement 16.1 8.1 1.8 26

Training Fee 12.4 6.2 1.4 20

Live Project 9.3 4.6 1 15

Advertisement 24.2 12.1 2.7 39

Total 62 31 7 100

CHI SQUARE TEST:

  Value df Asymp. Sig. (2-sided)

 Pearson Chi-Square 13.778a 6 0.032

Likelihood Ratio 15.922 6 0.014

Linear-by-Linear
1.977 1 0.16
Association

N of Valid Cases 100    

a. 5 cells (41.7%) have expected count less than 5. The minimum expected count is 1.05.

Chi Square Value χ2 = 13.778

Degree Of Freedom υ =6

Level of Significance =5

χ20.05 at 9 d.f (Significance Value) = 0.032

INFERENCE:

 From the above calculation it is found that the significant value of χ2 0.032 is less
than 0.05. So we reject Ho and accept H1. Hence it is concluded that there is
significant difference between competing attractive special offerings and suggestions
for new schemes.
CHI SQUARE TEST TO CHECK THE SIGNIFICANT DIFFERENCE BETWEEN AGE AND REASON
FOR JOINING SANS INNOVATIONS

CHI SQUARE TEST:

NULL HYPOTHESIS:

There is no significant difference between reason for joining and weakness which hinders in
getting job.

ALTERNATIVE HYPOTHESIS:

There is significant difference between reason for joining and weakness which hinders in
getting job..

Age * Prime reason for joining SANS INNOVATIONS Crosstabulation

Cross Tabulation (Observed Frequency)

Age Prime reason for joining SANS INNOVATIONS Total

 Quality
Better Prospectus Qualified Trainers
Training

16-20 21 8 6 35

21-25 26 9 7 42

26-30 5 15 3 23

Total 52 32 16 100

Age * Prime reason for joining SANS INNOVATIONS Crosstabulation

Cross Tabulation (Expected Frequency)

Prime reason for joining SANS INNOVATIONS

Age Total
Quality
Better Prospectus Qualified Trainers
Training

16-20 18.2 11.2 5.6 35

21-25 21.8 13.4 6.7 42

26-30 12 7.4 3.7 23

Total 52 32 16 100

CHI SQUARE TEST:

Asymp. Sig.
  Value Df
(2-sided)

Pearson Chi-Square 15.751a 4 0.003

Likelihood Ratio 15.287 4 0.004

Linear-by-Linear
2.396 1 0.122
Association

N of Valid Cases 100    

a. 1 cells (11.1%) have expected count less than 5. The minimum expected count is 3.68.

Chi Square Value χ2 = 15.751

Degree Of Freedom υ =4

Level of Significance =5

χ20.05 at 9 d.f (Significance Value) = 0.003

INFERENCE:

 From the above calculation it is found that the significant value of χ2 0.003 is less
than 0.05. So we reject Ho and accept H1. Hence it is concluded that there is
significant difference between reason for joining and weakness which hinders in
getting job.
 ANALYSIS OF VARIANCE BETWEEN EXPERIENCE AND THE RATE OF
TRAINING PROGRAM UNDERGONE

Experience * Rating the training program undergone

Crosstabulation

Rate the training program undergone

Experience Total
100%-75% 74%-50% 49%-25% 24%-0%

0-1 Years 14 21 7 5 47

1-5 Years 28 10 0 0 38

5-10 Years 14 1 0 0 15

Total 56 32 7 5 100

NULL HYPOTHESIS (HO):

 There is no significant difference between experience and the rate of the training program
undergone.

ALTERNATIVE HYPOTHESIS (H1):

There is significant difference between experience and the rate of the training program
undergone.

Tests of Between-Subjects Effects

Dependent Variable: value

 Type III Sum of
Source Squares df Mean Square F Sig.

Intercept Hypothesis 833.333 1 833.333 4.325 .129

Error 578.000 3 192.667a

Experience Hypothesis 136.167 2 68.083 1.671 .265

Error 244.500 6 40.750b

Rating of Training Hypothesis 578.000 3 192.667 4.728 .051

Program
Error 244.500 6 40.750b

Experience * Hypothesis 244.500 6 40.750 . .

Rating of Training
Program Error .000 0 .c

a. MS(Rating Training Program)

b. MS(Experience * Rating of Training Program)

c. MS(Error)

INFERENCE:

 By comparing the Experience variance estimate with the residual variance estimate we get
Fc = 1.671. The Significance Value is greater than 0.05 and hence we conclude that there is
no significant difference experience and the rate of the training program undergone.
 By comparing the rating of training program variance estimate with the residual variance
estimate we get Fc = 4.728. The Significance Value is greater than 0.05 and hence there is no
significance difference experience and the rate of the training program undergone.

New Schemes To Be Introduced

Offer Attracts Total
Installment Additional Course
Others
Scheme Package

Placement 22 15 0 37

Course material 14 6 0 20

Additional course 16 9 5 30

Others 10 1 2 13

Total 62 31 7 100

ANALYSIS OF VARIANCE BETWEEN THE OFFERS THAT ATTRACTS

CUSTOMERS AND THE NEW SCHEMES TO BE INTRODUCED

Offer Attracted * New Schemes To Be Introduced

Crosstabulation
NULL HYPOTHESIS (HO):

There is no significant difference between offers that attracts customers and the new schemes
to be introduced.

ALTERNATIVE HYPOTHESIS (H1):

There is significant difference between offers that attracts customers and the new schemes to
be introduced.

Tests of Between-Subjects Effects

Dependent Variable:Value

Type III Sum of

Source df Mean Square F Sig.
Squares

Hypothesis 833.333 1 833.333 4.384 .171

Intercept
Error 380.167 2 190.083a

Hypothesis 112.667 3 37.556 2.754 .135

Offer Attracts
Error 81.833 6 13.639b

Hypothesis 380.167 2 190.083 13.937 .006

New Schemes
Error 81.833 6 13.639b

Hypothesis 81.833 6 13.639 . .

Offer * New
Error .000 0 .c

a. MS(New Schemes)

b. MS(Offer Attracts* New Schemes)

c. MS(Error)

INFERENCE:

 By comparing the attractive offers variance estimate with the residual variance
estimate we get
Fc = 2.754. The Significance Value is greater than 0.05 and hence we conclude that there is no
significant difference between offers that attracts customers and the new schemes to be
introduced.
 By comparing the rating of training program variance estimate with the residual
variance estimate we get Fc = 13.937. The Significance Value is greater than 0.05 and
hence there is no significance difference between offers that attracts customers and the
new schemes to be introduced.

FINDINGS

 It is observed that majority of respondents are male.

 It has been found that majority of respondents belongs to the age group 21 – 25 yrs.

 Majority of the respondents in the age group of 16-20, 21-25 yrs are less than one year
experienced or freshers.

 About 42% of the respondents come to know about SANS INNOVATIONS through
seminars.

 It has been found that most of the respondents haven’t seen or heard any of SANS
INNOVATIONS’s television or fm ads.

 Majority of the respondents (43.59%) have seen SANS INNOVATIONS’s print ads. So
that has been found that print ad is more effective for SANS INNOVATIONS.
 Majority of the respondents belongs to the age group 21-25 yrs join reason for the
quality of training (52%) provided by SANS INNOVATIONS.

 It has been found that 91% of the respondents are satisfied by the courses and 9% of the
respondents are not satisfied.

 It has been found that majority of the respondents are attracted towards SANS
INNOVATIONS by the placement (37%) offer provided by SANS INNOVATIONS.
Others major attraction is additional courses (30%) provided by SANS
INNOVATIONS.

 80% of the respondents agree that fees in SANS INNOVATIONS is reasonable than
other institutes. 20% of the respondents don’t agree to it.

 It has been found that 79% of the respondents agree that course content of SANS
INNOVATIONS is good. 21% of the respondents disagree to it.

 Majority of the respondents (64%) agrees that trainers are good in SANS
INNOVATIONS. Others (36%) disagrees that trainers are good.

 38% of the respondents have weakness of lack of confidence.

 It has been found that majority of the respondents agrees that scholarship can improve
SANS INNOVATIONS. Second large group of respondents agrees that advertisement
can improve SANS INNOVATIONS. Third large group of respondents agrees that
seminars can improve SANS INNOVATIONS. Last group of respondents agrees that
providing offers can improve SANS INNOVATIONS.

 Majority of the respondents wants installment scheme to be introduced in SANS

INNOVATIONS.
 It has been fount that majority of the respondents prefer phone as their favorable contact
mode. Second largest respondents prefer e-mail as favorable contact mode.

 76% of the respondents agree that SANS INNOVATIONS helps them to materialize
their dream. 24% of the respondents disagrees that SANS INNOVATIONS helps them
to materialize their dream.

 It has been found that there is relationship between the age of the respondents and their
weakness to find job.

 It is also been found that there is relationship between the experience and the satisfaction
level of the customers.

 It has been found that there is no significant difference between gender and satisfaction
level of courses provided.
 It is also been found that there is significant difference between reason for joining and
weakness which hinders in getting job.

 It is found that SANS INNOVATIONS is fastly growing among other training institutes.

SUGGESTIONS
 The main suggestion is to improve the number of advertisement in print media and
air media. Because these are the media which present customers come to know
about SANS INNOVATIONS.

 It is also suggested that to advertise in television which can reach the target
customers easily. It is also found to be powerful media.

 More number of customers can be attracted from colleges and schools. So

approaching the schools and colleges can be more effective.

 It is suggested that to advertise the attractive offers preferred by the customers

which will be effective in attracting new customers.

 It should be concentrated on weaker areas such as quality of trainers, etc, to

increase the word of mouth.

 Periodic meeting can be conducted with the customers to know their need and
deliver the service according to it.

 As customers suggested scholarship, installment schemes can be introduced.

 Customer’s weakness should be identified by counseling process.

 Road shows, posters type of advertisement may help to increase customers.

 Waiting time of the customers should be reduced; also the batch size has to be
reduced to make the customers feel better.

 Present strategies are effective and the effective team of marketing should be made
more aggressive.
 CONCLUSION

The study is concentrated for analyzing the satisfaction level of customers towards SANS
INNOVATIONS. The study has been conducted only to the customers who have taken training
from SANS INNOVATIONS.

The study reveals that though the company seems to be moving it right lines as far as its
current marketing strategy for training is concerned, it has a few drawbacks in implementation of
certain strategies. Those drawbacks were identified and remedies are suggested for the
development.

It has been concluded that most the customers in SANS INNOVATIONS are satisfied by
the services rendered by them. Few changes have to be made to make more effective in order to
expand the service to more people.